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Improvement Overview
Expose
Problems
CI
Implement New
Methods
Solve Problems
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Continuous Improvement
Continuous Improvement is an integral part
of successful manufacturing in todays
competitive environment. It can help your
company
Reduce waste
Increase efficiency
Improve quality
Reduce cost
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Continuous Improvement is
systematically
identifying and eliminating waste,
as quickly as possible, and at the
lowest possible cost.
Eliminate Bottlenecks
Bottleneck processes are individual processes or
tasks that take more time than other processes and
slow production. Continuous Improvement workshops
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focus on waste
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reduction and
50 Takt Time
work rebalancing
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to eliminate
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bottlenecks.
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10
0
1
Visual Management
Being able to quickly identify and respond to
abnormal conditions is critical to managing a
manufacturing environment. Visual
Management tools are improved to
Reduce Fluctuation
Unstable processes are difficult to staff and
manage and inherently create waste in the
production environment. Identifying and
reducing process fluctuation
Increased Knowledge
Tools learned during Continuous
Improvements:
1.
2.
3.
4.
5.
6.
7.
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Reduced Costs
Traditional cost - plus approach
PROFIT
MARKET
PRICE
COST
PROFIT
MARKET
PRICE
COST
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Increased Efficiency
We Gain Efficiency Through:
Process vs. Results
Time Measurement
Speaking with Data
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Takt Time
Cycle Time
Hours per Vehicle
Units per hour
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Standardization
Safety
Quality
Ergonomics
Lean
5S
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Standardization
Best, easiest, safest way known today
Basis for training
Basis for relentless root cause analysis
By standardizing processes, consistent results are produced in
Safety, Quality and Efficiency
Documentation of know-how
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Safety
A safe work environment is one of the
cornerstones of a successful business.
Continuous Improvement
supports the idea that no
change should ever be
made to a process that
has a negative impact on
safety!
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Quality
There are quality standards and expectations
demanded of any manufacturing product.
Changes to the process should never
decrease the quality of the product provided
to the customer!
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Ergonomics
The ergonomic impact of work should always be
examined to see if improvements can be made.
Part presentation that places heavy or awkward
parts within proper ergonomic levels
can decrease waste of motion and
fatigue.
Any changes to tools or processes
should be analyzed with a critical eye
towards any impact on ergonomics.
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Lean
Lean Manufacturing focuses on the
identification and elimination of the 7 forms of
waste:
Overproduction
Inventory
Unnecessary Motion
Transportation
Waiting
Overprocessing
Defects/Repair/Rework
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5S
5S improves organization, visual management,
and standardization. The 5S status of an area
is assessed in the first CI Workshop to help
identify potential problems and 5S should be
maintained as improvements are made.
SIFT
SANITIZE
SWEEP
SUSTAIN
SORT
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Part 3:
The Continuous Improvement
Workshop
The CI Workshop
Team Roles
Days 1 - 5
Presentation Format
Achieving Results: Example
Keys to Success
Moving Forward
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The CI Workshop
An activity/event to identify and implement improvements in a
designated area
A Standard method for Process owners, Supervisors and Engineers to
focus and learn about waste elimination methods and activities
An organized group of Team Members who identify and eliminate
production wastes through Continuous Improvement activities
A method for training groups of Team Members on the Continuous
Improvement process
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C. I. Workshop:Team Roles
A group of motivated people with complementary skills and
knowledge who are committed to a common purpose, set of
performance goals, and approach for which they hold themselves
mutually accountable.
Team Leader - point of contact, organizes agenda and activity, orchestrates
team activities, keeper of all documentation, also a team member
Team Members - contribute fully to the project, share knowledge and
expertise, participate in all activities and discussions, carry out
assignments
Facilitator/Advisor - provides technical or planning assistance, provides
training, focuses on the teams process (how) rather than product (what),
works with team to eventually become self-reliant
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30
60
48
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Seconds
40
35
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50
45
40
Seconds
50
60
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30
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20
10
10
0
2
4
Work Station
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30
20
41
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Cycle Time
0
1
4
Work Station
Cycle Time
Target Takt Time
Moving Forward
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Non-Judgmental / Non-Blaming
Eliminates the search for who to blame
Provides system improvement opportunities
Allows relentless root cause analysis
Increases trust
Improves quality of communication
Avoids shoot the messenger mentality
Avoids crisis orientation
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